Team size: 112

What are the most significant cases, projects, or transactions that you and your legal team have recently been involved in? 

In 2025, we successfully enabled, from a legal and regulatory perspective, the launch of Nequi in Guatemala. Nequi is a fully digital, secure, and free financial account and platform designed to allow users to manage their finances through their mobile devices. Backed by Bam in Guatemala, the platform enables users to send, receive, organize, and save funds without management fees, operating as a digital wallet linked to a mobile phone number.

From a legal standpoint, this project required the alignment of regulatory, contractual, and compliance frameworks applicable to digital financial services. The initiative allows Bam to deliver a streamlined solution for money transfers and financial management, while simultaneously advancing financial inclusion and supporting broader economic participation.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

During periods of instability or crisis, my approach is grounded in close and continuous collaboration with senior management. Rather than limiting the legal function to a purely advisory role, the General Counsel must act as a strategic partner in decision-making, integrating legal analysis with business judgment.

This involves identifying, assessing, and prioritizing alternative courses of action aimed at risk mitigation, operational continuity, and the achievement of strategic objectives. By providing legally sound and commercially viable options, the legal function contributes directly to informed decision-making at the executive level.

General counsel often speak of the need to be strategic to reach the pinnacle of the profession. What does being strategic mean to you? 

Acting with strategic vision entails, among other elements, the ability to anticipate future business needs and to position the legal function as an enabler of value creation. This includes supporting the generation of new revenue streams, improving the efficiency of processes and operations, and facilitating innovation within an appropriate legal framework.

Equally important is a sophisticated understanding of risk, which allows for the prioritization of legal decisions that enable viable business outcomes over alternatives that, while legally impeccable, may entail excessive or disproportionate costs for the organization.

What do you think are the most important attributes for a modern in-house counsel to possess?

One of the most critical qualities is the ability to continuously reskill and adapt, particularly in leveraging technological tools in the performance of legal functions. This capability must be complemented by a deep understanding of the business, its operating environment, and its risk profile.

Only through this combination can in-house legal counsel move beyond technical legal support to deliver meaningful value and actively contribute to strategic decision-making within the organisation.